Leadership Development BA 508 Class 4 Fall, 2010 Sully Taylor

1. Leadership DevelopmentBA 508Class 4Fall, 2010Sully Taylor

2. Purpose Today • Class 5 and Finals Week • Practice and Partners • Understanding our presence and practice in other contexts • Partners: • Learning to partner • Building the right relationships

3. Class 5 and “Finals” (Dec. 6) • Class 5 (Nov. 29th): • Turn in Personal Leadership Agenda • Presentations of Leadership Agendas (1/2 class) • “Finals” (Dec. 6th): • Turn in Personal Development and Learning Plan • Presentations of Leadership Agendas (1/2 class)

4. Presentation Schedule • Week One – M. Liang through J. Wong • Week two – A. Abatzoglou throughM. Lara

5. Development Plan • Review the competencies (see syllabus) • Review your assessments: MBTI, TKI, and Hogan/360 • Review your purpose and leadership agenda • Review what you learned from PL and QL • Review your reflection papers • And then…….

6. Think about the connections.. • EQ: self-awareness, self-management, social awareness, relationship management….. And • Hogan (adjustment and self-awareness & self-management); 360 (interpersonal skills and relationship management); MBTI (I/E and self-awareness) • TKI (relationship management)

7. Components of Emotional Intelligence Self Others Self-Awareness/ Assessment Social Awareness/Empathy Awareness Relationship-Building/Teamwork Self-Control/Adaptability Management Source: Daniel Goleman, Primal Leadership and other materials

8. Feeling Model • Facts • Emotions • Encourage • Learning • Implications • New Goal

9. Leadership in other cultures • Role of CQ (cultural intelligence) • Metacognitive CQ – being aware that you need to be aware • Cognitive CQ – learning/having cultural knowledge and frames of reference • Motivational CQ – wanting to know/understand • Behavioral CQ – being willing to change your behaviors

10. How does culture affect leadership? • The expectations of followers of what constitutes leadership can differ…. • The ways in which people want their needs fulfilled differs….. • The notion of the self

11. The notion of independent versus interdependent self Independent Interdependent • Separate from social context Connected • Be unique Belong, fit in • Express self Occupy proper place • Promote own goals Promote others’ goals • Be direct Be indirect: read others • Basis of self esteem • Ability to express self, validate Ability to adjust, restrain self, harmony with others

12. Effect on motivation of followers? • Example: • Motivation of independents: • Autonomy, avoidance of failure, uniqueness of contribution, respect, growth • Motivation of interdependents: • Affiliation, avoidance of blame, similance, deference, nurturance

13. Cultural frameworks can give you a good first guess…..

14. Six Cultural Orientations: Questions That Every Culture Must Answer Six Questions that every culture must answer: • Environment: What is our basic relationship with the world around us? • Harmony, Mastery, Subjugation • Relationships: To whom and for whom do we naturally have responsibility? • Collective, Hierarchical, Individual • Activity: What is our basic or natural approach to activity? • Being, Doing, Thinking • Human Nature: What is the basic nature of humans? • Good, Evil, Mixed or Neutral • Time: How do we think about time? • Past, Present, Future; Monochronic, Polychronic • Space: How do we think about and use space? • Public, Private, Mixed The first three have the biggest impact on business interactions. Based on Kluckhohn & Strodtbeck (1961), Variations in Value Orientations

15. Misinterpretation of leader’s behaviors occurs because interpretation is affected by…. Subconscious cultural blinders Lack of cultural self-awareness Projected similarity Which all highlight the importance of inquiry!

16. Partners are important…. First, because formal authority < responsibilities So in order to manage effectively we rely on informally influencing many stakeholders. Second, partners help us to continue to develop our leadership skills. They can help us with self-awareness and development through coaching. Support us to live into our highest future self.

17. Learning to work with partners • The Triangle

18. Need to understand who you are partnering with when you are pursuing your purpose…..

19. Need to understand who you are partnering with when you are pursuing your purpose….. • But first understand your purpose....

20. Articulating Your Purpose Skilled diplomats clarify: • What value am I trying to create for my organization? AND • What value am I trying to create for my self and my own work life? • “For the sake of what?”

21. A both/and view of politics: What if we assumed that both we and our opponents had both personal and organizational interests at stake? LOOK FOR INTERSECTIONS!!!

22. After you clarify purpose, clarify your equity • What equity do I have available to invest? • What will it take to be successful in the situation? • From Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success

23. Forms of Organizational Equity • Rainmaking • Reputation • Relationship • Expertise • Learning Capability • Inspiration • What other “equities” can you think of?

24. First, Assess Your Equity Portfolio • What types of equity are required to accomplish your purpose? • From Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success

25. Then Analyze Your Network of Relationships In order to accomplish your purpose, ask: • Whose help do I need? • Who needs my help?

26. Assessing Your Relationships For each key person, ask: • What is the current state of my relationship with this person? • What equities do they value most highly? • What equities do I have to offer them?

27. Building a Coalition • Who agrees with your purpose? • Who do you trust? • Based on Peter Block, The Empowered Manager

28. Building Support: A Framework High Fence Sitters Agreement Low Trust High • From Peter Block, The Empowered Manager

29. Building Support: Allies • High Trust/High Agreement: • Affirm agreement • Affirm trust • Acknowledge doubts and vulnerability • Ask for Advice and Support

30. Building Support: Opponents • High Trust/Low Agreement: • Affirm trust • State your position • Neutrally state what you think their position is • Engage in problem-solving dialogue • Seek toLearn

31. Building Support: Bedfellows • High Agreement/Low Trust: • Affirm agreement • Acknowledge that caution exists • Be clear about what you want and ask bedfellows to do the same • Try to reach agreement as to how you will work together • Create a social contract

32. Building Support: Fence Sitters • Low Trust/Unknown Agreement: • State your position • Ask where the fence sitter stands • Apply gentle pressure • Ask what it would take for them to give support • Acknowledge your caution

33. Building Support: Adversaries • Low Trust/Low Agreement: • State your position • Neutrally state what you think their position is • Identify your own contribution to the problem • End the meeting with plans and no demands • Decrease emotional investment and LET GO.

34. Taking it Home • Articulating Your Purpose • What are you trying to accomplish? Where are the differences and intersections with others’ wants? • Assessing Your Strengths • What are your strengths and equities? What do you have to work with? • Analyzing Your Network of Relationships • Whose help do you need? What is the current state of your relationship?

35. Taking it Home • Building A Coalition • How much trust and agreement do you have? • Action Experiments • Where will you start? • What experiments do you want to try?

36. Second, partners help us to continue to develop our leadership skills. Partners for the journey….. Remember, some partners don’t serve us well.

37. Partners • Who will I rely on to hold and tend my dreams, to get behind me and move me toward my purpose? • Am I willing to practice vulnerability in order to share and pursue my dreams? • Where do I need to emotionally detach and let go?

38. Partnering successfully for the journey… • What gets in the way? • Communication – might not share purpose because you are hesitant to share it. • Vulnerability – being willing to acknowledge where we are not strong, or have failed.

39. Principles of Partnering Be a person who sees others, who grasps who they are and what is important to them; Who gets behind them and moves them ahead in their world. Be a person who puts your projects out to others, lets them know who you are and what is important to you; And allows them to get behind you and move you ahead in your world. • Barry Oshry

40. Final Questions • For the sake of what? What is my purpose? • Zoom in and zoom out • How do others experience me? What is my presence? • Pay attention; be a player not a victim • Is it working? Is my practice yielding results? • Make choices and own them, each moment • Where do I get support? Do I have appropriate partners? • Expect reciprocity

41. Recommended Readings • Geoffrey Bellman, Getting Things Done When You Are Not In Charge • Peter Block, The Empowered Manager • Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success • Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference • William Isaacs, Dialogue and the Art of Thinking Together • Steven Covey, The Seven Habits of Highly Effective People • Peter Senge et. al., The Fifth Discipline Fieldbook